8 step problem solving method

• Lean Philosophy

Eight Steps To Practical Problem Solving

The Toyota Way To Problem Solving

The art of problem solving is constantly trying to evolve and be re-branded by folks in various industries. While the new way might very well be an effective method in certain applications. A tried and true way of identifying and solving problems is the eight steps to practical problem solving developed by Toyota, years ago. The system is structured, but simple and practical enough to handle problems of the smallest nature, to the most complex issues.

Using a fundamental and strategic way to solve problems creates consistency within an organization. When you base your results off facts, experience and common sense, the results form in a rational and sustainable way.

The Eight Step Problem Solving Process

• Clarify the Problem
• Breakdown the Problem
• Set the Target
• Analyze the Root Cause
• Develop Countermeasures
• Implement Countermeasures
• Monitor Results and Process
• Standardize and Share Success

The eight steps to practical problem solving also include the Plan, Do, Check and Act (PDCA) cycle. Steps one through five are the planning process. The doing is found in step six. Step seven is the checking . Step eight involves acting out the results of the new standard.

This practical problem solving can be powerful tool to issues facing your organization. It allows organizations to have a common understanding of what defines a problem and what steps are going to be taken in order to overcome the problem efficiently.

The Eight Steps Broken Down:

Step 1: clarify the problem.

A problem can be defined in one of three ways. The first being, anything that is a deviation from the standard. The second could be the gap between the actual condition and the desired condition. With the third being an unfilled customer need.

In order to best clarify the problem, you have to see the problem with your own eyes. This gives you the details and hands-on experience that will allow you to move forward in the process.

Step 2: Breakdown the Problem

Once you’ve seen the problem first hand, you can begin to breakdown the problem into more detailed and specific problems. Remember, as you breakdown your problem you still need to see the smaller, individual problems with your own eyes. This is also a good time to study and analyze the different inputs and outputs  of the process so that you can effectively prioritize your efforts. It is much more effective to manage and solve a bunch of micro-problems one at a time, rather than try and tackle a big problem with no direction.

Step 3: Set the Target

Step three is all about commitment and focus. Your attention should now turn towards focusing on what is needed to complete the project and how long it will take to finish. You should set targets that are challenging, but within limits and don’t put a strain on the organization that would hinder the improvement process.

Step 4: Analyze the Root Cause

This is a vital step when problem solving, because it will help you identify the actual factors that caused the issue in the first place. More often than not, there are multiple root causes to analyze. Make sure you are considering all potential root causes and addressing them properly. A proper root cause analysis, again involves you actually going to the cause itself instead of simply relying on reports.

Step 5: Develop Countermeasures

Once you’ve established your root causes, you can use that information to develop the countermeasures needed to remove the root causes. Your team should develop as many countermeasures needed to directly address any and all root causes. Once you’ve developed your countermeasures, you can begin to narrow them down to the most practical and effective based off your target.

Step 6: Implement Countermeasures

Now that you have developed your countermeasures and narrowed them down, it is time to see them through in a timely manner. Communication is extremely important in step six. You’ll want to seek ideas from the team and continue to work back through the PDCA cycle to ensure nothing is being missed along the way. Consider implementing one countermeasure at a time to monitor the effectiveness of each.

You will certainly make mistakes in throughout your problem solving processes, but your persistence is key, especially in step six.

Step 7: Monitor Results and Process

As mistakes happen and countermeasures fail, you need a system in place to review and modify them to get the intended result. You can also determine if the intended outcome was the result of the action of the countermeasure, or was it just a fluke? There is always room for improvement in the problem solving process, but you need to be able to recognize it when it comes to your attention.

Step 8: Standardize and Share Success

Now that you’ve encountered success along your problem solving path, it is time to set the new processes as the new standard within the organization and share them throughout the organization. It is also a good time to reflect on what you’ve learned and address any possible unresolved issues or troubles you have along the way. Ignoring unresolved issues will only lead to more problems down the road.

Finally, because you are a true Lean organization who believes continuous improvement never stops, it is time to tackle the next problem. Start the problem solving process over again and continue to work towards perfection.

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The 8-Step Problem-Solving Method

• November 22, 2021

Table Of Contents

What is the 8-step problem-solving method, the 8 steps and the problem-solving process, the culture of problem-solving.

• Plan, Do, Check, Act (PDCA)
• Gain Problem-Solving Support

As a manufacturing professional, you know how important it is to stay organized, keep your goals in mind and strive for success. But with all of the responsibilities and daily tasks piling up, it takes effort to find and stick to a process that can keep you on track.

Luckily, there’s a tried and trusted way to achieve success in the manufacturing industry.

The eight-step problem-solving process is a  structured method  that guides you through the various steps of solving issues. Unlike other problem-solving processes that are often broad, the eight-step method takes you through each individual step, from identifying the problem to taking actionable steps to success.

Instead of changing a few things at a middling level that will probably break down again later, you can unearth the roots of problems and build success from the ground up.

For a fundamental breakdown of how to fix problems and lead your manufacturing team to success, here are the eight steps of the problem-solving process.

1. Identify the Problem

The first step in the process is to identify the problem. Identify why this is a problem, how you discovered it and how it impacts your business. Also note when the problem started and how long it has been going on.

If the problem is small, you can try to contain it and may not need additional steps to fix it. However, if the problem is complex, move forward through the process.

2. Define the Problem

The next step involves breaking down the problem and defining what it is. It’s important to be as clear as you can with this step — a vague problem will hinder the process, whereas a clearly defined issue will allow you to take actionable steps to fix it.

Analyze factors like how high of a priority it is to solve the problem. You can also look to data and other resources to clarify or help you understand the concern.

3. Make a Goal

Create an end goal. Envision what fixing this problem would look like and feel like. What would it accomplish? How would it help you? Map out all the ways fixing this problem would benefit you and use it for motivation to achieve your goal. Set a timeline to figure how long it will take to accomplish that goal.

4. Find the Root of the Problem

Often problems are byproducts of deeper, more central problems, so make sure you dig deep enough to find out what is really causing the issue. If the problem is large and complex, break it down into individual parts.

Gather information and use it to identify the deeper issues of the problem and validate what you think the real concern may be. Take time at this step to really focus on the deep problem — executing this step effectively will save you a lot of time down the road.

5. Develop Actionable Steps

Create a list of realistic steps you can take to combat the problem. You can start with a large list and combine or subtract steps, but it’s important you come up with various ways to attack the problem. Use this action plan to draw up a strategy to get at the root of the problem. Each step should be specific and detail-focused — any steps that are vague or tedious will only take up time and cause confusion.

6. Execute Steps

Now that the plan is in place, all you have to do is follow through on your actionable steps. Illustrate the steps you’re taking to your team, explain why you’re taking them and delegate any steps that another employee has to perform to execute your plan.

Communication is key in this step. In most cases, you won’t be executing the plan all by yourself, so make sure you’re expressing the goals and motives of each step with your team so they can see how it connects to the bigger picture.

7. Observe and Evaluate

Monitor your strategy carefully and see how it relates to the original problem. Is it working? Is it only creating more problems? Gather data, talk to your team and be thorough and objective in your evaluation. You might have to readjust your plan as you gain new information, or you may meet your goals and the plan will be successful.

8. Continue the Process

If the plan worked, find ways to continue integrating these steps into your team’s daily routine. If they didn’t work, go back to the goal-setting process or identify some more aspects of the problem — there may be a deeper concern you missed the first time around. Communicate to your team about how the plan went.

In the future, continue using the eight-step process to solve issues and build momentum with your team.

It’s important to build a culture of problem-solving in your manufacturing plant. It can be easy to fall into the trap of “Band-Aid” solutions — quick fixes without digging into the deeper problems.

It’s believed that the eight-step problem-solving process was actually created by the Toyota Motor Corporation to achieve their admired production standards.

From the lore of Toyota, we get some great eight-step problem-solving examples.  Taiichi Ohno , the father of the Toyota Production System, observed his workers fixing only the first level of cause when their machines stopped working. To combat this, he developed a problem-solving method to methodically break down each problem of the machine until he found the root cause. Only then could he truly fix the machine.

It’s one of many eight-step problem-solving examples, and it shows the importance of creating a process to increase productivity.

Plan, Do, Check, Act (PDCA) and the 8-Step Problem-Solving Process Differences

The eight-step problem-solving process is an expanded version of the  Plan, Do, Check, Act cycle . The first five steps of the 8-step process fall under the planning step, while steps six, seven and eight all correspond to the do, check and act steps. The eight-step process is a more detailed, methodical version of PDCA problem-solving, and converts a vague cycle into something a bit more specific and actionable.

Gain the Problem-Solving Support You Need With MANTEC

MANTEC is the best resource center for manufacturing companies in South Central Pennsylvania. We’re a non-profit that solves any problems a manufacturing facility could have, including  sales and marketing ,  process improvement ,  manufacturing technology  and  workforce engagement .

Our expert staff has had vast experience in the manufacturing industry, and we can provide the guidance you need to get your business running at top efficiency. Our services are affordable and extremely valuable.  Contact us  today!

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8 Steps to Problem Solving: Implement Continuous Improvement in Your Organization

The 8 Steps to Problem Solving Method was developed by Toyota Motor Corporation as a practical, structured, and simple way to handle any problem from the smallest issue to the most complex roadblock. 

What is the 8 Step Problem Solving Method? 

This problem-solving method helps teams identify and solve problems in a clear and structured way, ensuring that there is consistency within an organization. 

This process is an expansion of the Plan, Do, Check, and Act (PDCA) cycle. Steps one through five are part of the planning process, step six is the doing process, step seven is the checking process, and step eight is the acting part of the cycle. 

Following this method ensures that your problem-solving technique can be repeated in a sustainable way with the least amount of impact on your customers. 

What are the benefits of the 8 Step Method? 

There are a few key benefits to using this method to solve your problems: 

You get to the root cause of the issue, ensuring the problem is not repeated in the future.

You can better identify and prevent any weak points in your process. 

 Long-term, effective solutions are generated.

Problems will be reduced over time, increasing your bottom line. 

What are the 8 Steps in this Methodology? 

Clarify Problem

Break Down Problem

Root Cause Analysis

Develop Countermeasures

See Countermeasures Through

Monitor Results and Processes

Standardize Successful Process

A Detailed look at the 8 Steps to Problem Solving Templates 

Step 1: Clarify The Problem

In this step, you need to identify and clarify the problem. Determine why it is a problem, what should be happening instead, and how it fits into the business as a whole.

The Stormboard Template for this step is divided into four sections: Clarify Ideal Situation, Clarify Current Situation, Visualize Gap Between Current and Ideal Situations, and Set Ultimate Goal.

Step 2: Break Down The Problem

For this next step, you need to start getting more detailed and specific. Break down the problem into manageable pieces, go see the problem in the process, analyze the issues, and start thinking about priorities.

The Stormboard Template for this step is divided into three sections: Get Your Boots On and Go See, Create a Process Flow, and Identify Point of Occurrence.

Step 3: Set Your Target

This step is where you set clear target dates to resolve the problem. Determine what is needed to reach the target and how long it will take. 

The Stormboard Template for this step is divided into three sections: Measurability, Target Point of Occurrence, and What, How Much, and When.

Step 4: Perform a Root Cause Analysis

In this step, you really dig into the factors that are causing the problem. Consider and address all of the causes of the issue — there will usually be more than one. 

The Stormboard Template for this step is divided into four sections: Create a Decision-Making Tree, Analyse and Discard Ideas, Ask Why, and Conduct “Why Analysis”.

Step 5: Develop Countermeasures

Use this step to brainstorm countermeasures that will help you remove the root causes of your problem. Come up with as many as possible, and then narrow the criteria matrix and create an implementation plan 

The Stormboard Template for this step is divided into three sections: List Root Cause, List Countermeasures, and Chart and Rate Countermeasures.

Step 6: See Countermeasures Through

In this step, you will implement your countermeasures using a clear plan and share the progress of each countermeasure that you implement with your team. 

The Stormboard Template for this step is divided into three sections: Implement Countermeasures, Share progress, and Next Steps.

Step 7: Monitor Results and Processes

Use this step to determine if your countermeasures were successful or if they need to be adjusted and reimplemented. 

The Stormboard Template for this step is divided into three sections: Evaluate Results, Report, and Lessons Learned.

Step 8: Standardize The Successful Process

In this step, you will integrate your successful countermeasure into your process, share your results with your team, reflect on what you have learned, and make sure there are no unaddressed issues.  

The Stormboard Template for this step is divided into three sections: Standardize, Share, and Start a new Kaizen.

See the template →

Are you interested in trying out Stormboard’s 8 Steps to Problem Solving Templates with your team? Sign up for a FREE trial now ! 

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8-step problem solving process, organizational effectiveness.

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Step 1: Define the Problem

• What is the problem?
• How did you discover the problem?
• When did the problem start and how long has this problem been going on?
• Is there enough data available to contain the problem and prevent it from getting passed to the next process step? If yes, contain the problem.

Step 2: Clarify the Problem

• What data is available or needed to help clarify, or fully understand the problem?
• Is it a top priority to resolve the problem at this point in time?
• Are additional resources required to clarify the problem? If yes, elevate the problem to your leader to help locate the right resources and form a team. 
•  Consider a Lean Event (Do-it, Burst, RPI, Project).
• ∙Ensure the problem is contained and does not get passed to the next process step.

Step 3: Define the Goals

• What is your end goal or desired future state?
• What will you accomplish if you fix this problem?
• What is the desired timeline for solving this problem?

Step 4: Identify Root Cause of the Problem

• Identify possible causes of the problem.
• Prioritize possible root causes of the problem.
• What information or data is there to validate the root cause?

Step 5: Develop Action Plan

• Generate a list of actions required to address the root cause and prevent problem from getting to others.
• Assign an owner and timeline to each action.
• Status actions to ensure completion.

Step 6: Execute Action Plan

• Implement action plan to address the root cause.
• Verify actions are completed.

Step 7: Evaluate the Results

• Monitor and Collect Data.
• Did you meet your goals defined in step 3? If not, repeat the 8-Step Process. 
• Were there any unforeseen consequences?
• If problem is resolved, remove activities that were added previously to contain the problem.

Step 8: Continuously Improve

• Look for additional opportunities to implement solution.
• Ensure problem will not come back and communicate lessons learned.
• If needed, repeat the 8-Step Problem Solving Process to drive further improvements.

Guide: 8D Problem Solving

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

8D Problem Solving is a systematic and structured approach used to solve business related problems. It names has been given by the fact there are 8 steps or 8 disciplines that are followed to identify, correct and eliminate recurring problems.

8D Problem Solving is regarded as robust methodology that has proven its worth across multiple industries and manufacturing in particular. The methodology was Initially developed within the automotive industry, it has since been widely adopted in manufacturing, logistics and health care to name a few. The 8D approach goes beyond helping team just identify the root cause of problem but also provides a structured approach for implementing and verifying corrective actions.

What is 8D Problem Solving?

The 8D Problem-Solving methodology was developed in the late 1980s  by Ford Motor Company. The term “8D” stands for “Eight Disciplines,” which represent the eight critical steps in problem-solving.

Initially it was only intended to resolve issues within the automotive manufacturing process. However, over the year since then the methodology has gained universal acceptance and is now applied across various sectors. The 8D approach was heavily influenced by quality management systems like Total Quality Management (TQM) and methodologies like Six Sigma and forms a key part of quality roles and Six sigma qualifications.

8D is also encourages collaborative team based approach to addressing issues in the workplace This methodology was purposefully designed to be a cross-functional effort, ensuring to bring together expertise from different departments or disciplines to comprehensively address an issue by looking at it from all point of view. Here are the key components:

Preparation : Before diving into problem-solving, the team gathers all necessary resources and tools.

Team Establishment : A cross-functional team is assembled, each member having a specific role and responsibility.

Problem Description : The issue at hand is clearly defined to ensure everyone has a shared understanding.

Interim Actions : Short-term solutions are implemented to contain the problem and prevent further damage.

Root Cause Analysis : Various tools and methods are used to identify the real cause of the problem.

Permanent Corrective Actions : Long-term solutions are selected and verified to eliminate the root cause.

Implementation : The long-term solutions are implemented across the board, including necessary changes to policies and procedures.

Prevent Recurrence : Measures are taken to ensure that the problem does not occur again.

Team Recognition : The team is congratulated and acknowledged for their efforts.

How does 8D Compare to over Problem-Solving Methods?

Between quality management systems and lean six sigma there are several problem-solving methodologies such as PDCA (Plan-Do-Check-Act), DMAIC (Define-Measure-Analyze-Improve-Control), and A3 . However the combination of the 8D steps results in a comprehensive frame work that is:

Team-Oriented : Unlike some methodologies that can be carried out by individuals, 8D strongly emphasizes team collaboration as a core principle as seen in steps D1 and D8.

Structured Framework : 8D provides a very detailed, step-by-step guide for solving complex problems, by breaking it down in to logical steps making it easier to manage and track progress.

Broad Applicability : While some methodologies like DMAIC are closely tied to Six Sigma, 8D can be applied in various contexts without being tied to a particular quality management system.

Focus on Prevention : 8D not only aims to solve the problem but also focuses on implementing changes to prevent its recurrence, making it a complete approach to problem solving.

The 8 Disciplines Explained

D0: prepare for the process.

Before you start 8D you should prepare for the 8D process. This phase sets the foundation for the entire methodology, ensuring that the team is able to tackle the problem effectively. Therefore, effective preparation helps in avoiding unnecessary delays and ensures that you’re not solving the wrong problem.

Within the initial preparation step you should also the time to think about what knowledge, expertise and experience you need within the team. Cross-functional teams are important, as they bring alternative perspectives and skills to the table rather than everyone looking at the problem from one point of view. Make sure you consider expertise, availability, and interest when selecting team members.

D1: Establish the Team

In D1 you should establish the team by clearly defining the roles and responsibilities for each team member. This includes assigning a team leader, subject matter experts, and roles for data collection , analysis, and communication this helps to provide the team members clarity on how they will be involved and contribute to the success of the problems solving activity.

Team Composition

Once roles are defined, where possible ensure that the team is balanced in terms of skills and expertise. A well-rounded team will be more effective in tackling various aspects of the problem.

Communication

Establish clear methods communication, both within the team and with external stakeholders. Such as deciding on regular meeting schedules that everyone can attend, reporting formats, and tools for collaboration.

D2: Describe the Problem

In D2 it is time to create a well formed problem statement. This step is key as it provides a foundation for understanding the problem which will lead to generally more successful problem-solving. It ensures that everyone clearly understands what needs to be addressed, setting the scope for the entire process. Ensure that the problem is clearly understood by everyone in the team at this stage to prevent confusion later on in the process.

5W1H Method of creating a Problem Definition

Use data gathering techniques such as observations, interviews, and document reviews can help to precisely identify the problem. A useful tool to use at this stage could be the 5W1H Problem definition method.

You can find out more about this method with our 5W1H guide .

Problem Definition – is / is not template

When creating your problem definition ensure to be specific, measurable, and unambiguous when stating the problem. You should avoid generalities and ensure that the problem statement is understandable to someone unfamiliar with the issue. If you are new to this process it may be helpful to give the statement to someone unfamiliar to the process and see if they understand it or if they have questions. You can then clarify any questions by adjusting the problem description to improve the claity.

D3: Implement and Verify Interim Actions

In D3 while the team is investigating the root cause, interim actions are must be implement to contain the problem and minimize its impact. This is particularly important in critical situations affecting safety, compliance, or customer satisfaction. 

In this step you should identify, plan, and execute short-term fixes that can quickly contain the problem. This could include quarantining the product to ensure it is not sent out to the customer or even pausing production lines that continue to product defects. Ensure these actions are documented for future reference.

Use metrics and KPIs to gauge the effectiveness of the interim actions. Make adjustments as necessary.

D4: Root Cause Analysis

D4 is where you start to understand what is causing the issue by identifying the underlying reason for the problem. The objective is to find the root cause, not just the symptoms.

At this stage there are a range of quality and lean six sigma tools that can be used to conduct root cause analysis , which can include the Fishbone Diagram for structured brainstorming and the 5 Whys technique for causal chain analysis.

We have a range of guides on all of these techniques for you to use.

Once identified, it is important validate the root cause through experimentation or additional data analysis to ensure it’s the actual cause and not a symptom, this can often be an overlook critical step in the root cause process.

D5: Choose and Verify Permanent Corrective Actions

In D5 you need to choose what actions to be taken to prevent the problem reoccurring and any solutions implemented should be verified that the actions correct the problem this can involve trial runs, further data collection and inspections of product or services being produced.

You should also consider factors like cost, impact, and feasibility when choosing a permanent corrective action and should also conduct a risk assessment to evaluate potential negative outcomes of the actions taken

An implementation or action plan is often useful to document at this stage to detail the steps for implementation, assign responsibilities, and set timelines.

D6: Implement Permanent Corrective Actions

Once verified, implement the corrective actions across all relevant departments or processes. This can involved documenting the new process and training out to all stakeholders involved to ensure the new process is followed and that the stakeholders understand the reason for the change.

At this point you should continue to regularly monitor the situation to ensure the corrective actions are sustained and effective, this could be for a period of 30, 60 or 90 days after the problem was resolved to ensure the new process has become a sustained and issues do not reoccur. 

D7: Prevent Recurrence

In D7 to prevent recurrent you should review and update organizational policies or standard operating procedures (SOPs) to prevent a recurrence of the problem and document the new standard process

It is important to conduct regular reviews to continuously monitor the process and ensure procedures are being followed but also to identify further opportunities for process improvement.

D8: Congratulate the Team

The final step D8, after the hard work and successful problem resolution, it is important to acknowledging and congratulating the team is vital for morale and future engagement. With the recognition of a successful 8D Problem-solving activity complete you are more likely to encourage future participation as the method gets a reputation as being useful and successful at solving problems. 

Whether it’s a team lunch, certificates of achievement, or simply a public acknowledgment, celebrate the success in a way that resonates with your team.

Finally it is always important to conduct a lessons-learned session and document the insights gained during the process for future reference. This can be used as a future point of reference for problem solving activities.

Mastering the art of problem-solving is crucial in today’s complex and fast-paced environment. The 8D Problem-Solving methodology offers a structured, team-based approach to tackling challenges that can arise in any sector, be it manufacturing, public services, or logistics. This guide has walked you through each of the eight disciplines, offering best practices and highlighting common pitfalls to avoid. We’ve also enriched your understanding through real-world case studies that demonstrate the methodology’s versatility and effectiveness. Remember, the strength of 8D lies not just in identifying and resolving problems, but also in preventing their recurrence through systemic improvements. By adhering to the principles and steps outlined in this guide, you’re well on your way to becoming an adept problem solver, capable of driving continuous improvement in your organization.

• Zarghami, A. and Benbow, D.W., 2017.  Introduction to 8D problem solving . Quality Press.
• Camarillo, A., Ríos, J. and Althoff, K.D., 2017. CBR and PLM applied to diagnosis and technical support during problem solving in the Continuous Improvement Process of manufacturing plants .  Procedia Manufacturing ,  13 , pp.987-994.

Q: What is 8D problem solving?

A: 8D problem solving is a systematic approach used to address and resolve complex problems. It is widely utilized in various industries to identify the root causes of issues, develop effective solutions, and prevent their recurrence.

Q: Why is it called "8D" problem solving?

A: The name “8D” refers to the eight disciplines or steps involved in the problem-solving process. Each discipline represents a specific stage in the methodology, allowing for a structured and comprehensive approach to problem resolution.

Q: What are the eight disciplines (8D) in problem solving?

A: The eight disciplines in problem solving, often abbreviated as 8D, are as follows:

• D1: Form a team
• D2: Define the problem
• D3: Implement containment actions
• D4: Determine the root cause
• D5: Develop and implement corrective actions
• D6: Validate the effectiveness of corrective actions
• D7: Prevent recurrence
• D8: Congratulate the team

Q: What is the purpose of forming a team in the 8D problem-solving process?

A: Forming a team at the beginning of the 8D problem-solving process helps ensure that the right individuals with the necessary expertise are involved in addressing the problem. The team collaboratively works towards understanding the issue, analyzing data, and developing effective solutions.

Q: How is the root cause determined in the 8D problem-solving process?

A: Determining the root cause (D4) involves conducting a thorough analysis of the problem. Various tools and techniques, such as cause-and-effect diagrams, 5 Whys, and data analysis, are employed to identify the underlying factors contributing to the problem.

Q: Can the 8D problem-solving methodology be applied to any type of problem?

A: Yes, the 8D problem-solving methodology is a versatile approach that can be applied to various types of problems across different industries. It provides a structured framework for problem resolution and can be tailored to suit the specific needs and requirements of different situations.

Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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Unlocking the Secrets of Problem-Solving: The 8-Step Path to Success

Problem-solving is an essential skill that enables us to navigate through the challenges that life throws at us. When faced with problems, we often feel overwhelmed and struggle to find effective solutions. But what if there was a step-by-step guide that could help us overcome these obstacles with ease?

Today, we will discuss an 8-step problem-solving process, as illustrated in the image from the Lean Enterprise Academy. This image provides a comprehensive framework for approaching problems systematically and structured, ensuring success in tackling even the most complex issues.

Step 1: Clarify the Problem

The first step in problem-solving is to clarify the problem. It involves identifying the issue, understanding its scope, and defining the problem statement. This step sets the foundation for the entire process, ensuring that everyone involved clearly understands the problem.

Step 2: Break Down the Problem

Once the problem has been clarified, it’s time to break it into smaller, more manageable components. By analyzing the problem and understanding its root causes, you can develop a deeper understanding of the issue and generate insights to guide the next steps.

Step 3: Set a Target

Setting a target involves establishing a clear, achievable goal for solving the problem. This step helps to provide direction, motivate the team, and create a benchmark for measuring progress.

Step 4: Analyze the Root Cause

Now that you understand the problem and its components, it’s time to analyze the root cause. By identifying the underlying factors contributing to the problem, you can address them directly and develop a more effective solution.

Step 5: Develop Countermeasures

With the root cause analysis complete, it’s time to develop countermeasures that address the identified issues. These countermeasures should be based on the insights gained during the analysis and tailored to effectively address the problem at hand.

Step 6: See Countermeasures Through

Once the countermeasures have been developed, it’s time to implement them. This step involves implementing the proposed solutions and closely monitoring their progress to ensure they are effectively addressing the problem.

Step 7: Monitor Results and Process

After implementing the countermeasures, monitoring the results and evaluating their effectiveness is crucial. By collecting data and analyzing the impact of your solutions, you can determine whether the problem has been resolved or if further action is needed.

Step 8: Standardize and Share Success

Once the problem has been successfully addressed, it’s essential to standardize the processes and solutions that led to success. This step ensures that the lessons learned are applied to future problem-solving efforts and that successful methods are shared with others who may face similar challenges.

An 8-step problem-solving process is a powerful tool for overcoming daily challenges. By following these steps, you can tackle problems more effectively and build a culture of continuous improvement and learning within your organization. Start applying this process today and unlock the secrets of problem-solving success.

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The 8 Step Problem-Solving Methodology

The eight-step problem-solving process is commonly employed as a problem solving and preventative corrective action methodology. This method defines a step-by-step process to follow from problem identification to problem solving (preventative) actions.

1. Problem Identification Identify the problem and why it’s a problem. Define how it was identified and the impact to the business.

2. Problem Definition Define the problem in clear and specific terms so later on you can take meaningful, actionable actions to correct.

3. Create a “Goal” Define your objective, detailing the benefits of eliminating it. Set a plan with owners and target dates to accomplish the “goal.” 

4. Determine the absolute Root Cause of the Problem Focus on the true cause of the problem. Don’t get distracted by problems which are the result of more deeper, central problems.  Collect information and analyze it to identify any deeper issues. Validate and focus on the true cause of the problem.

5. Define Corrective Actions Create your list of actions, owners, completion dates to correct the “root cause” problem. Meaningful actions will prevent re-occurrence.

6. Execution Follow through and up on the actionable, preventative corrections. Involve the entire team affected, explaining why delegating as necessary. Communicate the objective of each action so it’s clear how it connects back to the “goal” and overall problem resolution.

7. Observation and Evaluation Measure the effectiveness of the actions and evaluate against the problem identification. Collect data, communicate, and adjust if necessary based on new information gained.

8. Follow Up If successful, integrate into the routine. If not, determine where the break-down occurred and return to that step and continue through the process again until successful. Share results with your team.

Eight-Step Problem Solving

Systematic problem-solving is a core element of a True Lean™ organization. This course teaches the 8-Step problem-solving method used within Toyota at all levels and functions to practice effective continuous learning and improvement. We use a learn-by-doing format as teams will work through real problems selected within their organization and be coached through the process to achieve tangible results while developing their problem solving and critical thinking skills. Properly implemented, this systematic problem-solving approach delete: also becomes integral to the organization’s behavior habits at all levels that support the True Lean™ culture.

Designed for

Organizational Professionals at all levels and Departments

The knowledge you will gain

• Guiding Principles behind the Eight-Step methodology
• Understanding the universal application for all functions and all levels in your organization.
• The role and use of “A3 documents” separate from the problem-solving itself.
• Utilizing Eight-Step to return to a proven performance level OR advance the performance level. Both deliver tangible results. 
• Application of temporary measures and long-term countermeasures to prevent recurrence and achieve sustainable improvements.
• How it engages all to “own their workplace” and drive positive moral and personal development. 

Interactive with Gap Analysis “Takeaway”

• This interactive session includes dynamic learning with open discussions 
• Participants will learn the 8-step process and how to write an A3 summary using real problems from their workplace. 
• Participants will be able to describe the philosophy, principles, and practice of the methodology and determine their needs-based next steps 

Coaching Available

• Executive and Operational Coaching for Individuals based on the organizational level
• Ongoing needs-based Coaching on Eight-Step Problem Solving     

Registration Information

Location: Virtual Fee: $2500 per participant

Register Today

For information on fees for a dedicated session, contact [email protected] .

What is Problem Solving? (Steps, Techniques, Examples)

What is problem solving, definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

Every effective problem solving process begins with an agenda . In our experience, a well-structured problem solving workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

Whatever the length of your workshop, by using SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Complete problem-solving methods

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ   #issue analysis   #liberating structures   #issue resolution   You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Closing activities for a problem-solving process

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Tips for effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

Save time and effort creating an effective problem solving process

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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8 Steps to Problem Solving

There is a simple eight step method for systematic problem solving. By solving problems in an orderly way, you can dramatically increase the power of your thinking.

Proceed With a Positive Attitude

First, approach the problem with the expectant attitude that there is a logical practical solution just waiting to be found. Be relaxed, calm, confident and clear in your mind.

Second, change your language from negative to positive. Instead of the word “problem,” use the word “situation.” Problem is a negative word while situation is a neutral word. “We have an interesting situation”, is better than, “We have a problem.”

Define the Situation Clearly

The third step in systematic problem-solving is to define the situation clearly, in writing. “Exactly what is the situation?” Then ask, “What else is the situation?” Sometimes stating the problem in different words makes it much easier to solve.

Fully 50% of situations can be resolved by accurate definition.

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Identify Causes and Solutions

Step number four is to ask “What are all the possible causes of this situation?” Failure to identify the causes or reasons for the situation often causes you to have to solve it again and again. Fully 25% or more of situations can be effectively dealt with by discovering the correct causes.

Step number five is to ask, “What are all the possible solutions?” Write out as many solutions or answers to the situation as possible before moving on. The quantity of possible solutions usually determines the quality of the solution chosen.

Clear Decisions Are Key

Step number six is to “Make a clear decision.” Usually, any decision is better than none.

Step number seven is to “Assign clear responsibility for carrying out the decision and then set a deadline for completion and review.” Remember, a decision without a deadline is just a fruitless discussion.

Finally, step number eight is to follow up, monitor the decision, compare actual results with expected results and then generate new solutions and new courses of action.

Action Exercises

Now, here are two ways you can apply this technique to think more creatively.

First, state the problem clearly, in writing, so that you know exactly what it is that you are trying to solve. Ask, “What else is the problem?”

Second, develop as many solutions as you possibly can, including doing nothing, before you make a decision. Quality of ideas is in direct proportion to the quantity that you generate.

Click Here to read my post 3 Questions for Lifelong Happiness!

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About Brian Tracy — Brian is recognized as the top sales training and personal success authority in the world today. He has authored more than 60 books and has produced more than 500 audio and video learning programs on sales, management, business success and personal development, including worldwide bestseller The Psychology of Achievement. Brian's goal is to help you achieve your personal and business goals faster and easier than you ever imagined. You can follow him on Twitter , Facebook , Pinterest , Linkedin and Youtube .

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• What is 8D? A template for efficient pr ...

What is 8D? A template for efficient problem-solving

How you respond when problems arise is one of the most defining qualities of a manager. Luckily, there are tools you can use to master problem-solving. The 8D method of problem-solving combines teamwork and basic statistics to help you reach a logical solution and prevent new issues from arising.

You’ve spent months overseeing the development of your company's newest project. From initiation, planning, and execution, you’re confident this may be your best work yet.

Until the feedback starts rolling in.

There’s no sugar-coating it—things don’t always go as planned. But production or process issues are hardly a signal to throw in the towel. Instead, focus on honing your problem-solving skills to find a solution that keeps it from happening again. 

The 8D method of problem solving emphasizes the importance of teamwork to not only solve your process woes but prevent new ones from occurring. In this guide, we’ll break down what 8D is, how to use this methodology, and the benefits it can give to you and your team. Plus, get an 8D template to make solving your issue easier. 

What is 8D?

The eight disciplines (8D) method is a problem-solving approach that identifies, corrects, and eliminates recurring problems. By determining the root causes of a problem, managers can use this method to establish a permanent corrective action and prevent recurring issues. 

How do you use the 8D method?

The 8D method is a proven strategy for avoiding long-term damage from recurring problems. If you’re noticing issues in your workflow or processes, then it’s a good time to give this problem-solving method a try. 

To complete an 8D analysis, follow “the eight disciplines” to construct a statistical analysis of the problem and determine the best solution.

The eight disciplines of problem-solving

8D stands for the eight disciplines you will use to establish an 8D report. As you may notice, this outline starts with zero, which makes nine total disciplines. The “zero stage” was developed later as an initial planning stage. 

To illustrate these steps, imagine your organization experienced a decline in team innovation and productivity this past year. Your stakeholders have noticed and want to see changes implemented within the next six months. Below, we’ll use the 8D process to uncover a morale-boosting solution.

D0: Prepare and plan

Before starting the problem-solving process, evaluate the problem you want to solve. Understanding the background of the problem will help you identify the root cause in later steps. 

Collect information about how the problem has affected a process or product and what the most severe consequences may be. Planning can include:

Gathering data

Determining the prerequisites for solving the problem

Collecting feedback from others involved

If we look back at our example, you may want to figure out whether this decline in morale is organization-wide or only applies to a few departments. Consider interviewing a few employees from different departments and levels of management to gain some perspective. Next, determine what knowledge and skills you will need to solve this lapse in productivity. 

D1: Form your team

Create a cross-functional team made up of people who have knowledge of the various products and workflows involved. These team members should have the skills needed to solve the problem and put corrective actions in place. 

Steps in this discipline may include:

Appointing a team leader

Developing and implementing team guidelines

Determining team goals and priorities

Assigning individual roles

Arranging team-building activities

From our example, a solid team would consist of people with first-hand experience with the issues—like representatives from all departments and key people close to workshop-level work. You may also want to pull someone in from your HR department to help design and implement a solution. Most importantly, make sure the people you choose want to be involved and contribute to the solution.

D2: Identify the problem

You may have a good understanding of your problem by now, but this phase aims to break it down into clear and quantifiable terms by identifying the five W’s a and two H’s (5W2H):

Who first reported the problem?

What is the problem about?

When did it occur and how often?

Where did it occur (relating to the sector, supplier, machine, or production line involved)?

Why is solving the problem important?

How was the problem first detected?

How many parts/units/customers are affected?

Use your team’s insights to answer these questions. From our example, your team may conclude that: 

Employees feel overwhelmed with their current workload. 

There is no real structure or opportunity to share new ideas.

Managers have had no training for meetings or innovation settings.

Disgruntled employees know they can achieve more—and want to achieve more—even if they seem disengaged.

Once you answer these questions, record an official problem statement to describe the issue. If possible, include photos, videos, and diagrams to ensure all parties have a clear understanding of the problem. It may also help to create a flowchart of the process that includes various steps related to the problem description.

D3: Develop an interim containment plan

Much like we can expect speedy first aid after an accident, your team should take immediate actions to ensure you contain the problem—especially if the problem is related to customer safety. 

An interim containment plan will provide a temporary solution to isolate the problem from customers and clients while your team works to develop a permanent corrective action. This band-aid will help keep your customers informed and safe—and your reputation intact.

Because your findings revealed workers were overworked and managers lacked training, your team suggests scheduling a few mandatory training sessions for leaders of each department covering time and stress management and combating burnout . You may also want to have a presentation outlining the topics of this training to get key managers and stakeholders interested and primed for positive upcoming changes. 

D4: Verify root causes and escape points

Refer back to your findings and consult with your team about how the problem may have occurred. The root cause analysis involves mapping each potential root cause against the problem statement and its related test data. Make sure to test all potential causes—fuzzy brainstorming and sloppy analyses may cause you to overlook vital information. 

In our example, focus on the “why” portion of the 5W2H. You and your team identify six root causes:

Managers have never had any training

There is a lack of trust and psychological safety

Employees don’t understand the objectives and goals

Communication is poor

Time management is poor

Employees lack confidence

In addition to identifying the root causes, try to pinpoint where you first detected the problem in the process, and why it went unnoticed. This is called the escape point, and there may be more than one. 

D5: Choose permanent corrective actions

Work with your team to determine the most likely solution to remove the root cause of the problem and address the issues with the escape points. Quantitatively confirm that the selected permanent corrective action(s) (PCA) will resolve the problem for the customer. 

Steps to choosing a PCA may include:

Determining if you require further expertise

Ensuring the 5W2Hs are defined correctly

Carrying out a decision analysis and risk assessment

Considering alternative measures

Collecting evidence to prove the PCA will be effective

Your team decides to roll out the training used in the interim plan to all employees, with monthly company-wide workshops on improving well-being. You also plan to implement meetings, innovation sessions, and team-coaching training for managers. Lastly, you suggest adopting software to improve communication and collaboration. 

D6: Implement your corrective actions

Once all parties have agreed on a solution, the next step is to create an action plan to remove the root causes and escape points. Once the solution is in effect, you can remove your interim containment actions.

After seeing success with the training in the interim phase, your stakeholders approve all of your team’s proposed PCAs. Your representative from HR also plans to implement periodic employee wellness checks to track employee morale .

To ensure your corrective action was a success, monitor the results, customer, or employee feedback over a long period of time and take note of any negative effects. Setting up “controls” like employee wellness checks will help you validate whether your solution is working or more needs to be done. 

D7: Take preventive measures

One of the main benefits of using the 8D method is the improved ability to identify necessary systematic changes to prevent future issues from occurring. Look for ways to improve your management systems, operating methods, and procedures to not only eliminate your current problem, but stop similar problems from developing later on.

Based on our example, the training your team suggested is now adopted in the new manager onboarding curriculum. Every manager now has a “meeting system” that all meetings must be guided by, and workloads and projects are managed as a team within your new collaboration software . Innovation is improving, and morale is at an all-time high!

D8: Celebrate with your team

The 8D method of problem-solving is impossible to accomplish without dedicated team members and first-class collaboration. Once notes, lessons, research, and test data are documented and saved, congratulate your teammates on a job well done! Make an effort to recognize each individual for their contribution to uncovering a successful solution.

8D report template and example

Check out our 8D report template below to help you record your findings as you navigate through the eight disciplines of problem solving. This is a formal report that can be used as a means of communication within companies, which makes for transparent problem-solving that you can apply to the entire production or process chain.

Benefits of using the 8D method

The 8D method is one of the most popular problem-solving strategies for good reason. Its strength lies in teamwork and fact-based analyses to create a culture of continuous improvement —making it one of the most effective tools for quality managers. The benefits of using the 8D method include: 

Improved team-oriented problem-solving skills rather than relying on an individual to provide a solution

Increased familiarity with a problem-solving structure

A better understanding of how to use basic statistical tools for problem-solving

Open and honest communication in problem-solving discussions

Prevent future problems from occurring by identifying system weaknesses and solutions

Improved effectiveness and efficiency at problem-solving

Better collaboration = better problem solving

No matter how good a manager you are, production and process issues are inevitable. It’s how you solve them that separates the good from the great. The 8D method of problem solving allows you to not only solve the problem at hand but improve team collaboration, improve processes, and prevent future issues from arising. 

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Home > A3 8 Step Practical Problem Solving – Skill Level 1: Knowledge

A3 8 Step Practical Problem Solving – Skill Level 1: Knowledge

22nd October 2020 -

Course Summary

Objective : This A3 8 Step Practical Problem Solving – Skill Level 1 course will give you basic Knowledge about the Background, Purpose, Process & People of the A3 8 Step Practical Problem Solving method.

Duration: 2 hours of self-paced online through short burst learning Lessons

Live Coaching : There are no live coaching sessions in this basic knowledge course.

Content: This online course is interactive and contains 3 Teach Point Videos, Case Study, 1 Learning Confirmation and a Certificate of Completion.

Support Material :- Course downloads included a 8 Step Practical Problem Solving Teach Poster, Teach Poster Facilitation Guide and a problem solving organisational assessment.

Watch Example T each Point Video From the Course

Course introduction, a3 8 step practical pro blem solving, skill level 1: understanding.

This course will give you basic knowledge about problem solving and then a deeper understanding of how to apply the 8 steps of the A3 Practical Problem Solving Method.

Problem Solving is the number one skill to develop in people who want to apply lean thinking & practise within their organisation.

Why? Because the starting point for lean is understanding what situational problems you need to solve and following a robust method to solve them – rather than jumping to solutions. Therefore, if you can engage everyone in identifying and solving problems you will deliver more value to your customers and organisation.

Skill Level 1 Purpose, Process and People

In Purpose , you will learn about where A3 Practical Problem Solving fits in to the Lean Transformation Framework. Also, why it is so important and the benefits of it supporting People & Organisational Development.

For Process , we will explain the Four Key Elements to applying problem solving . Also we will simply explain the different types of problems and the appropiate methods you can use to solve them.

In People , you will understand the roles and responsibilities around A3 Practical Problem Solving, and also how leaders can support capability development to build an army of problem solvers.

Course Structure & Materials

A3 8 step practical problem solving, skill level 1: knowledge.

Language:- English Speaking

Header text

View course structure.

2 Hours of Self-paced guided learning over on the LEA web platform.

Once enrolled you will have unlimited access to the course for life!

Course Content

About our teach poster concept.

Where ever possible we try and use a visual “Teach Poster” to explain the subject matter. These are simple, imaged based triggers to remind you of the key concepts and learning points.

From our experience, we have found this to be the most effective way to teach others and enable them to share their knowledge quickly and easily with others.

Skill Level 1: Knowledge – Full Course Agenda

Support Material Included in this course

Top Half of the 8 Step Practical Problem Solving Visual Teach Poster for Skills Level 1

Level 1 Teach Poster Facilitation Guide

Organisational Problem Solving Assessment

Learning Outcomes

By completing the Skill Level 1 section of this course you will have gain the following basic Knowledge about A3 Practical Problem Solving:-

• Purpose – Why is problem solving important.
• Process – The 4 Key Elements of problem solving.
• Process – Types of problems and the different methods to solve them.
• People – Roles & Responsibilites around solving problems.

Once you have completed this Skill Level 1 course you will know more about the “why and what” of A3 Practical Problem Solving and be able to explain the Purpose , Process & People context.

Completion of the Course

At the end of the course will automatically recieve a “Certificate of Completion ” for Skill Level 1 (not for capability to do).

Progressing onto skill Level 2: Understanding

Skill Level 2 will progress you to having a deeper Understanding about A3 Practical Problem Solving (PPS) 8 Steps by covering :-

• The thinking way behind each of the 8 steps to solve a problem.
• Real Experience of constructing a PPS A3 using a case study.
• How to visualise your problem on to an A3.
• The 7 Problem solving tools.
• What is Muda – the 8 Wastes.

We offer this A3 8 Step Practical Problem Solving – Skill level 2 course as purely self-paced online OR with coaching support

Who is this course for?

The first step in learning “Problem Solving” is to understand the different types of problems and methods available to solve them. As a guide to ensuring the right people get the right skills , we have developed a Problem Solving Framework as shown below ( This is explained more in our Level 1 Course ) which indicates “ Who ” should get developed in A3 Practical Problem Solving.

Want to deploy A3 Practical Problem Solving into your organisation ?

We offer online or “face to face” teaching and coaching on any of our courses. We can situationally apply our learning process to meet your capabilty needs, but also ensure it supports your current business conditions.

• Mutliple groups & flexible group sizes.
• Location and time zone considerations.
• Flexibility for timing & schedule of learning activities.
• Connecting the learning activities with achieveing business results.
• Cascade approach using your own leaders to develop others.

Use our Course & Materials internally in your own organisation!

• The online Course & Material can be used internally by your Skill Level 4 Leaders to use as an internal learning process for them to teach and coach others.
• All of the Courses and Materials can be easily made available to use internally in your organisation for an affordable subscription fee of just £119.99 per person/year.

Enroll Free to this Course

LEA is a Non-for-Profit organisation and we only aim to cover our time & material costs when charging for training

Individual Enrolment

We offer “one on one” online coached capability development for this course based on the structure and schedule.

Once you have purchased the course, you will be contacted to arrange a convenient time for the kick off live online session and then a de-brief sessions at the end of each week with your LEA Senior Coach.

Organisational Enrolment

We offer online or “face to face” teaching and coaching on any of our courses. We can situationally apply our learning process to meet your capabilty needs. We will taylor an approach to suit your requirments and business conditions, including :-

• Flexible group sizes of 1 to 5 people and multiple groups.
• Flexibility for timing & schedule of Learning Activities.
• Connecting the learning activities with achieving business results.
• A cascade learning approach using your own leaders to develop others.

Example Proposal of Organisational Capability Development

To enable us to adress your situational needs , arrange now for a brief discussion with a Senior LEA Coach.

Purchase Course Support Materials

Want a printed copy of course materials to use .

In addition to the digital downloads that are available as part of the course , you can also purchase a printed copy of the material directly from our shop.

What Questions Do you Have ?

I f you have any further questions, comments or concerns about enrolment in this course , please don’t hesiate to contact us

Course Coaches

Check out the details and experience of the course coaches they will be supporting you during your Lean Learning

Microsoft Teams : To provide a user friendly experience we will host our live sessions on MS Teams. You don’t need to have an MS Team account or download the software , you should just be able to join in from the link provided. We will send an invitation link prior to the session, from there you can join the session before it commences.

Online Learning Platform: You will be guided through your course that is hosted on our browser-based platform. By first signing up to our website you will then be able to view all purchased and non purchased courses available to you.

Cancelation Policy

You can cancel your enrolment at any time prior to the first session session for a full refund. Once you have attended the first session, you cannot cancel your enrolment. To cancel please contact us at:

Customer Feeback

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Ratings and Reviews

The course covers the topics in a clear and easy-to-understand way.

Well-paced, based on a wealth of practical experience and distilled into an understandable course, which can then be applied in the messy real world of business

The content is presented in a very easy but powerful way so you feel very motivated to start using it.

Very educative

This introductory course is excellent.